ABSTRACT
Transformations often fail to activate the energy of those whose creativity and action are needed to realize fundamental change. In 1991 Lufthansa was almost bankrupt. Today it has become one of the world’s most profitable airline companies and a founding member of the STAR ALLIANCE, aspiring to become the worlds leading aviation group. Lufthansa has undergone a fundamental ongoing change—its approach relies on people. Core elements of this strategy involve providing space for reflection and dialogue despite the crisis pressure, building networks of change actors and creating durable platforms for emotional mobilization and reflection on action.
